Design thinking, problem solving and measuring design impact might sound rather abstract.
We would like to have a better understanding of our own design practices, and those in the industry. This might help us in defining how we can organise ourselves and what business value these adjustments might bring. The final outcome for this enabler is to map various options that can be considered and that might improve our design and analysis processes.
In addition, the long term goal is to deliver greater value to our business partners by increasing our design maturity. Spending time analysing the real need for a change, and defining performance metrics, can result in more balanced decision making, more sustainable solutions and happier customers and users. It will ultimately lead to a smaller application landscape, easier talent onboarding and lower run- and support costs.
Increasing the collaboration with customers, users, and other product teams, and involving them more in ideation and decision making, would reduce ‘design by assumption’ and increases the likelihood of a product that serves the right needs.
Particular methods would also enable us to measure the impact of changes. Product performance metrics can be put in place to track performance of a variety of aspects . This data can also support us in justifying strategic decisions or resource requests.
Business Computing Group
CERN’s unit, responsible for the software that supports all admin processes and operations.
Project initiated, led and executed by me, supported by my amazing colleagues.
Project approved for Q4 2020
In reality, work is done from
November 2020 until February 2021